I'm reading two books right now on leadership,  On is Onward by Howard Schultz in which he describes the circumstances which led him back to being the CEO at Starbucks.  So far (about 1/3 through) there have been some interesting lessons about customer service and and general leadership.  Probably what has stood out the most is his passion for the company.  Passion is a powerful force and it is obvious that Schultz is deeply committed to Starbucks.  This kind of passion is one of the marks of level 5 leaders and requires more than many will be able to "pay."  It requires commitment and belief to something greater than ourselves.  So far I have found the story interesting and Schultz's passion and attempts to be even handed in addressing poor decisions commendable.  I have been inspired but I have also wondered how thick this book would have actually been if the self-validating stories were cut out.  Don't get me wrong, this is worth reading and discussing.  I'll share more as I get deeper into the book.

This is also the case for Joseph Michelli in the New Gold Standard.  This book describes how the Ritz Carlton Hotel chain came to be a leader in customer service and "5 Leadership Principles for Creating a Legendary Customer Service Experience."  I'm about half way through this book and while parts of it delve into too much detail about issues that are too specific to the hotel business to be applicable, overall this is an must read for those truly interested in customer service.  Honestly, this is one of the areas, in my opinion, where leadership often falters.  The focus on the goal tends to neglect the ground gained and by so doing undercuts the ability to sustain long-term success.

Last week I had the chance to conduct a portion of the pre-conference for the annual conference of the Center for Research on Adult Learning (CRAL) as well as making a presentation in the conference itself.  I renewed friendships with colleagues I have met from other schools over the years and started some new friendships.  Probably the best part of the conference was the chance to spend significant time with Dave Phillips.  Dave is like my brother.  We met at a conference in Chicago several years ago and rarely see each other more than a few days once a year at conferences, yet there is always the sense that we have known each other forever.  Dave is a leader.  His contributions to NBC will be recorded in the history books as the prime factor in the longevity of that institution and it's impact upon the Nazarene denomination through online education.  He is a leader, yet he is quiet, unassuming and gracious.  He truly exemplifies the level 5 leader that Jim Collins talks about in Good to Great.  I know others who are touted as leaders who are pompous, obnoxious, and overbearing.  Their very demeanor is offensive and yet they are perceived as leaders because who else would have the audacity to give orders, make decisions, or make rude behavior their norm.  When will we say enough is enough?  The ends do NOT justify the means.

I have to say I'm pretty excited about the upcoming release of my book: Discipleship with James.  I've been working on this for at least 15 years and have finally gotten it all pulled together.  I am especially thankful to those who helped in the process.  In the early years it was Jennifer Epperhart and Lyndene Olson.  Here at the end is was Lynette Fagler and Renee Handy.  What a blessing each one has been

It never ceases to amaze me how interrelated the truths of scripture are with the practices of good leadership.  This is especially apparent in the book of James.  His practical approach to faith as it impacts the realities of every day living is something we need to be reminded of often. 

I have used the term "redemptive relationships" to describe this real-life faith.  I like the term because it focuses on the essence of life - relationships - and seeks to bring redemption into each relationship as we go throughout our day. 

If you would like to order a copy of this book, it will be available on Amazon sometime in July 2011.  The publisher, Tools to Lead, is also offering a pre-release price for orders received before July 15, 2011.

This week should see some comments to this post from the 2011 Leadership Academy class of Huntington County.  In our last session

• we went over the Unwritten Laws of Business, a short book which touches on the kind of things a mentor would have shared; the kind of things anyone in business needs to know, but probably doesn't.  
• We discussed the principles of life (touched on in earlier posts) and brainstormed some additional principles.  The importance of formulating your own personal set of core values is one of the most ignored pieces in becoming a true leader.  Too often we "do it all in our head," and in reality never hone these values to the place where they make a difference.  Taking the time to write them down, talk about them and refine them can unleash tremendous energy in an individual's career and personal life.  
• I asked the class to do a time study of their life for a week to understand where they are focusing the majority of their time and connect that to GMP (also discussed in an earlier post).  I'm looking forward to seeing what is being done AND what is the considered reward for that behavior.  Possibly some will be brave enough to discuss changes and rewards which will motivate that behavior.

I am in the middle of preparing for a presentation to be made to approximately 100 pastors and church leaders.  The title is Planning to Succeed and the goal is to provide the basics of strategic planning in a 3 hour window, while eating dinner.  I have been praying about this for a couple of months now because as you can imagine, there will be some there with absolutely no idea what strategic planning means and some who could probably make the presentation better than I will.

I have thought about what is the "irreducible minimum;" the absolute "have tos" of strategic planning.  I have also been thinking alot about how to present the material in a way that it will be accepted by those who are in their 20s and others who are in their 60s and 70s; those who are in vibrant alive congregations and others in stagnant and dying congregations.

And then I watched this video of Jerry Porras on Leadership and it definitely got me thinking, reminding me of a book by Thom Rainer, Breakout Churches, which parallels Good to Great by Jim Collins but for the church world.  I'm still thinking but definitely getting some good ideas.  Watch the video, true it takes an hour, but it is an hour well spent.

Huntington County Leadership just finished the workshop I lead on teams.  I think teams can be one of the most challenging aspects of leadership regardless of your personality type or personal strengths, although the right mix of those can certainly help.  What makes it challenging is the necessity of constantly keeping in mind certain factors, while at the same time recognizing the diversity of personalities and strengths of others on the team. Factors which include:

• focus on the goal
• modeling collaborative behavior, including mining for conflict
• modeling accountability for yourself and others in the group
• keeping in mind the GMP  (see earlier posts for explanation) and it's impact on group effectiveness
• embracing diversity instead of squashing it

I think it helps to discuss these factors and others, reminding ourselves of what we already know.  As I've said before, humans leak.  Or, to put it another way, "use it or lose it."  If you want to get better at leading teams the best way is to lead a team while networking with other leaders and/or read good books on teamwork.   We are all definitely a work in progress.

Although it has a 2005 copyright, for some reason this book just recently came to my attention.  I regret that because the information in this book can have a powerful effect on how we operate in relationship to the world around us.  Blue Ocean Strategy by W. Chan Kim and Renee Mauborgne is a well written book which challenges the reader to think about whether or not to continue to compete in what they call the "red ocean," presumably because of the blood inference of cut-throat competition, or to move into the blue ocean, where competition is irrelevant.  What I particularly liked about this book is the inclusion of many illustrations of companies which have moved into the blue ocean and some of the background as to how they made it happen.  The book also includes strategies which any company can employ in its strategy sessions to create their own blue ocean.  I will be drawing upon the content of this book for years to come and using it in my consulting business.

Rick
Upchurch Consulting Group

The Huntington County Leadership Academy at the January 19, 2001 session focused on personality and how understanding your personality, and the personality of those around you can make all the difference in one's ability to lead effectively.  This is an important aspect of emotional intelligence, which many say is a more significant indicator of success than mental intelligence.

We also discussed the first part of the The Greatest Management Principle in the World, by Michael LeBoeuf
The Magic Question:  What is being rewarded?  Why is that the magic question?  Because what is rewarded is generally what gets done. 

Leadership definitions from Huntington County Leadership Academy's newest class starting January, 2011

Leadership is defining a goal and guiding others to achieve that goal.  Team A

A leader is someone who recognizes what needs to be done, motivates others toward a common goal which may be something they would not have done otherwise.  Team B

Resilient Leadership:  Summary

Cashman writes, “Being resilient means we can recover our balance even in the midst of action” . . . “when we are resilient, we can shoulder more weight with less effort because we are strong at our very foundation.” (Leadership from the Inside Out, p. 133)   I’d like to share three things you can do to increase your resiliency:

1. Accept responsibility for yourself.  No matter how high you scored on this inventory, there are areas in your life that can be improved.  Examine yourself with brutal honesty and target the area or areas where you need to start work – if you don’t know, ask your spouse. 
2. Be proactive.  Once you have identified the area, don’t procrastinate.  Build a plan of action for improvement and get started.  Take a class (or classes), attend a seminar, read books.  Don’t just say, “that’s just who I am.”  Deal with your weak areas or learn to be satisfied when you hit the glass ceilings which are sure to close in around you. 
3. Finally, learn to laugh more and love unconditionally.

Resilient Leadership, Part 4

Those who know me know that I have five principles of life by which I guide my life choices.  The first of these is “All of life can be reduced to relationships.”  But this was not always the case.

I have a confession to make: here is my dirty little secret – my Myers Briggs score is ENTJ.  ENTJ’s, I am told, comprise about 2 – 5% of the population, which is probably a good thing.  My personality is highly goal oriented, HIGHLY goal oriented.  Early in my career, I focused on achieving these goals, often at the expense of people and relationships.  My wife has “lovingly” called me a “smiling steamroller,” meaning that I will smile as I roll over anything that stands in the way of reaching my goals. 

 

Can you guess which of these four areas required the most work for me?  The irony of this is that I crave approval, usually from the very people I’ve run over on my way to reaching a goal.  Somewhere along the way many years ago I ran into a mirror and didn’t like what I saw.  With God’s help, I began a serious effort to improve in this area.  I read books, attended seminars, prayed (a lot) and practiced my new skills constantly.  

I can tell you I am not the man I use to be, but I still have to work harder at relationships than most people.  My weakness in this area has made me appreciate the importance of this particular aspect of Resilient Leadership.  I may not ever confused with a teddy bear, but I’m definitely working on not being a steam roller.  I’m trying to find the right balance.

Saccone in his book: Relational Intelligence writes, “Relationships are the context from which we find meaning and discover what lasting contributions we can make in the lives of others.  Our day-to-day human interactions will determine the quality of our lives more than the task or work we do, whether it’s our careers, in leadership, or in any other arena of life.  We cannot overestimate the profound effect relationship have on our lives.”  (Relational Intelligence, p. 12)

I have a lecture I give in my class on Biblical Covenants.  It takes place early in the course and revolves around the story of God’s creation of Adam.  The gist of the lecture has to do with: “what does it mean to be created in the image of God.”  After exploring various options I postulate this:  That the nature of God is triune (i.e. Father, Son, and Holy Spirit) and that we are most “in the image of God” when we exist in harmonious, loving relationships with each other – and least when we have broken and fractured relationships.  I believe this; that God created us to be in relationship, and it is IN relationship we find God.  Relational Support draws upon the strength of our interactions with each other

3rd Component of Resilient Leadership:  Resourceful Problem Solving

People who are resourceful problem solvers have at least two things going for them: 

First is a belief that there is more than one way to do almost anything. 

 

I am a bit of a techno geek.  Put me in a basketball game and I have a little trouble running and dribbling at the same time.  Put me in the outfield in a softball game and don’t be surprised if the ball lands beside me, instead of my glove.  However, give me some new technology and I’m at home.  One thing I have learned from working with technology is something my mom tried to teach me when I was a boy, when hi-tech was the stereo phonograph. It is simply this:

“There is more than one way to skin a cat.”

 

People who are high in Resourceful Problem Solving don’t settle for failure.  They won’t accept the statement “we tried that once and it doesn’t work,”  they are able to think “out-of-the-box” and imagine alternate solutions.  Roger Firestien says “Successful, creative people grow through criticism and failure.  . . .  Many of the most creative and effective people of our time made some major blunders.  Give yourself permission to make a few mistakes.”  (Leading on the Creative Edge, p. 154,155)

That is the theme of an animated movie which reflects the personal philosophy of Walt Disney.  In “Meet the Robinsons” the central theme is: “keep moving forward,” along with the reality that failure is a normal and necessary step on the way to success.  Resilient Leaders who are strong in Resourceful Problem-Solving see their problems as opportunities waiting for a solution, and their failures as bricks in the path to that solution.

The second part of Resourceful Problem Solving is a discipline of constant personal improvement.  Here is an excerpt from Leading on the Creative Edge:

Several years ago, a study was done on the reading habits of scientists.  Researchers grouped the scientists into three categories.  The first group was labeled “innovative”; these scientists exhibited the highest creative productivity as measured by patents.  The second group was labeled “productive:’ these scientists were known for being technically proficient.  The third group was labeled  “slugs”; they were neither innovative nor productive.

The study found that “slugs” read almost nothing.  The “productive” scientists read almost exclusively in their field, while the “innovative” scientists (who were not always as technically up-to-date as their “productive” colleagues) read in a variety of fields.  In fact, a great deal of the latter group’s reading was outside of their area of expertise.  These scientists read everything from science fiction to technical journals, from Popular Mechanics to Psychology Today, and therefore enjoyed a much richer storehouse of information from which to generate new concepts. 

                                                     Leading from the Creative Edge, 28-29.

The lesson here for those with ears to hear is that Resourceful Problem Solving needs a wide variety of input, resulting from a discipline of personal growth and improvement.

I’ll end this section with this thought:  “The only people who can change the world are people who want to.  And not everybody does.”  Hough MacLeod

Resilient Leadership, Part 2

One component of Resilient Leadership is:

Realistic Optimism
Nancy Ortberg writes, “I think the core of leadership is hope. Leadership is the hope that we can change the things that need to be changed and create what we cannot now imagine.” (Unleashing the Power of Rubber Bands, p. 7)

There is a section in the chapter on “Confront the Brutal Facts,” in Jim Collins’ book Good to Great titled the Stockdale Paradox. In speaking of the companies that transitioned from good to great that were studied, Collins writes: “In every case, the management team responded with a powerful psychological duality. On the one hand, they stoically accepted the brutal facts of reality. On the other hand, they maintained an unwavering faith in the endgame, and a commitment to prevail as a great company despite the brutal facts.” (Good to Great, p. 83)

Named after Admiral Jim Stockdale who was a prisoner of war in Vietnam and who survived by facing the reality of the prison camp, and yet maintained a determination that one day he would be released. He said those least likely to make it out of the camps were the unrealistic optimists who refused to deal with the harsh realities of their captivity, and when their fantasies were not realized, they simply gave up.

I’m also reminded of the depth which our faith can play in providing this optimism. Some of you will know the story behind the great hymn “It is Well with My Soul.” Horatio G. Spafford, the author of the hymn, was a well known Chicago attorney in the mid-late 1800’s, but he did not write the hymn at the peak of his happiness. In 1872 his son died at age 4 from scarlet fever, and then a year later he lost all his holdings in the great Chicago fire. Planning to take his wife and four daughters to assist D.L. Moody in England, he was delayed at the last minute and his family went on ahead. Nine days later he received a telegram from his wife “Saved Alone.” The ship they were on collided with another ship and sunk in 12 minutes claiming the lives of 226 people, including Spafford’s four daughters and almost his wife. Spafford immediately boarded a ship to join his wife. One day the captain of the ship called him to the bridge and told him that as near as they could determine that where they were currently sailing was the approximate location of the wreck, in waters three miles deep. Spafford went to his cabin and penned the great words to this hymn:

When peace, like a river, attendeth my way,
When sorrows like sea billows roll;
Whatever my lot, Thou has taught me to say,
It is well, it is well, with my soul.

Realistic Optimism comes naturally to some more than others, and should come easier for those with faith, but everyone can develop this perspective. “To lead well, we must possess the strong belief that our best days are ahead of us. Hope and leadership are inexorably linked.” (Unleashing the Power of Rubber Bands, p. 8)

Resilient Leadership - part 1

Just a few months ago, Movie Gallery here in Huntington closed. Why do you think they closed? Yes, the proliferation of Redbox, mail in services like Net-flix and Blockbuster, and online media streaming like HuLu. Movie Gallery made the move from VCR to DVD and even Blue-ray, but couldn’t figure out how to navigate the current changes taking place.

Blockbuster finds itself in an similar situation. Although it has jumped into the mail-in service, unless it figures out how to do some kind of media streaming, it’s ability to survive is in question. My Netflix account not only has the benefit of mailing me an unlimited number of DVDs each month, but I can access most videos through a wireless device that I already own, such as a Wii.

There is a constant evolution taking place all around us. Being a leader today, perhaps more than at any other time in history, requires resiliency. Resilience is the ability to adapt, the capability to be proactive rather than reactive; and even in reactivity, to be flexible and transformational. Before we can be resilient in our corporate life, however, we have to learn the skills of resilience in our personal life. Kevin Cashman interviewed 62 CEO’s and presidents of corporations. Of those interviewed 75% cited Resonant Emotional Intelligence as the most relevant to their leadership effectiveness. However, according to Cashman, 92% indicated Resiliency in Leadership as the most personally challenging.

Reivich and Shatte` state, “Most of us at some point in our adult lives come up against a major set-back, a life-altering event that blows us off course. For some it’s a job loss or a divorce, for others, the death of a parent or child. . . . depending on our supplies of resilience, we will either become helpless and resigned, or we will bounce back and find a way to move forward.” (Resilience Factor, p.15)

For the presentation on Resilient Leadership, the participants were asked to complete a survey which allowed them to rank themselves on 4 aspects of Resilient Leadership.  They could then "text" their result to a polling site which would tabulate the responses.  If you attended this presentation and would like to see the scores FOR THE HIGHEST RANKED FACTOR

Try this audience polling system at Poll Everywhere

I am making a presentation today on Resilient Leadership in the face of Vicissitude.  I've included the presentation below.  As I have worked on this material I have been reminded of the crucial part that resiliency plays in our ability to function effectively in our world.  For centuries the rate of change was practically stagnant - for instance little advances were made over horse drawn wagons for hundreds of years.  In our personal lives, the impact of change requires new skills and abilities which support leadership skills.   Books such as "The Resilience Factor" and "Primal Leadership" help us understand these skill needs, which I think can be bracketed into four areas:

• Realistic Optimism
• Resonant Emotional Intelligence
• Resourceful Problem Solving 
• Relational Health

Check out the presentation and see if you can find the thread of resiliency within:

I requested the opportunity to review LogiPen's LogiNotes Digital Pen Input Device (http://www.LogiPen.com)  I received the LogiPen on July 12, 2010 Inside the box:
·    Pen
·    USB cord
·    LogiPen capture unit (1 1/2 x 3 3/8 x 3/8 inches) with a clip on back to secure to pages (called Base Unit in the Directions)
·    flat package including pen  and stylus refills, 2 batteries and an "extractor" for replacing the pen/stylus
·    directions
·    CD-ROM of Software for LogiManage
The Base Unit has to charge for up to 12 hours before the first use

Installing the batteries (SR41) was simple and the directions were straightforward.

The directions said to push the pen insert in gently until it is lodged securely - it actually felt more like passing over a bump, but it did insert OK.  The ink quality is only average - but that is to be expected since the focus is not on the writing but the capture.

--
It is now September 9, 2010.  I have had the LogiPen for nearly two months now. I’ve. taken it with me to conferences and used it in meetings. Here are some of the concisions I have reached:

1.    The pen itself is comfortable to hold and use.  The ink supplied flows well. I’ve not tried to find a refill so I don't know how difficult it would be to secure, The batteries in the pen have lasted a long time.

2.    The receiver unit, which sets at the top of the page, records all the pen strokes accurately giving a good reproduction of both writing and drawing.   Its connection with the computer is easy and the transfer of information is quick and accurate.  The accompanying software tracks the information into folders based on the date of connection and download, so, for instance, you may have a dozen pages in one folder and only a couple in the next. That is not a problem and the actual pages can be easily renamed and even moved from folder to folder.  I do wish that there was an easier way to send a page (.jpg) to Microsoft One Note, and that the battery in the recording unit lasted longer.

3.    I uploaded some notes I took with the LogiPen with no problems, simply connect to the computer with the included USB cable and select "Upload Notes" from the Logi Manage program.  I have to say how pleased I am with the easy transition from the device to the LogiManage program.  Even without checking the directions too much, it is pretty easy to navigate.  However, when trying to open in MS Word, the LogiManage states that no handwriting was detected and further research on the website shows that getting this to work in anything other than Windows 7 is complicated.  On the plus side, the company provides on the same installation disk as the LogiManage, a handwriting recognition package named: MyScript.  This did a pretty reasonable job in translating my handwriting (which is not too good) into text, as long as I paid careful attention to my writing.  I like that the LogiPen clearly captures all my notes, drawings, etc. exactly as I made them.  So far I haven't found any easier way to move stuff to MS OneNote, which I think would be a real plus for this company.  What I have had to do is not too complicated (simple cut and paste) but it is an additional step which could be avoided.

4.    Practically, the use of the recording unit and pen is a learned discipline.  I have to make sure the unit is affixed to the page and turned on; that there is sufficient charge in the unit (which means keeping it connected to the charger between uses – on more thing to remember); and to push the next page button after repositioning the unit on a new page.  I have to remember that every pen stroke is recorded – even those on on the page of notes, so that if I reach over and make a mark, etc., on another document, it will likely show up as a stray mark in my notes.  This means swapping pens occasionally – if I remember.

5.    I initially requested the pen because I was thinking of a broad application to incoming freshmen at College.  After my trial I would have to say that is NOT a good solution.  Freshmen are typically NOT known for their organizational skills. So, while there would be some expections, I would not recommend the logi pen for a general college distribution.

6.    I do think the logi pen is an excellent tool for those who are relatively well organized.  I would recommed it for administrators, managers, and administrative assistants, particularly those who have to attend multiple meetings and need to keep track of their notes.  I have found it to be useful in this capacity and will continue to use it for these meetings.

7.    I think it would also be useful for those who write papers/reports by hand as opposed to typing.  I suspect that there are fewer and fewer who do this, but it does work well for that purpose, with one potential difficulty mentioned in the next point.

8.    If you have poor handwriting, the LogiPen is probably not a good investment for you, unless you are happy with the .jpg images.  I admit since getting the LogiPen I have been more conscious of my writing and have attempted to improve; but I’m also facing years of poor writing habits and, honestly, the bad habits are winning.  This means that the software’s ability to translate my scratches into meaningful typewritten text is fairly low, requiring nearly as much or more time to fix than the typing would have taken.

Conclusion.

I think the LogiPen has limited applications for most people.  Probably the ones who would receive the most benefit would be those who are extremely well organized, take copious notes at meetings or in classes and have fairly good handwriting.  Also, possibly, for those who do highly visual and do a lot of sketching of ideas.  For most of the rest of us, it is a cool toy.

Today I had to practice accountability.  I knew I would have to take care of this today, Monday and have thought about what I would say and how I would communicate the concerns that needed to be addressed.  I made a brief list of the main points before we met so I wouldn't forget to mention something important and looked back through my notes to remind myself of the last time I had to have a similar discussion with this individual.

Part of the meeting went as I anticipated and part of what I was trying to communicate didn't connect as well as I hoped.  Although the meeting ended amicably, I'm not sure what the response will be, whether there will be an effort at change, obstinacy, or even a resignation.

What I do know is that the choice of words we use makes a difference.  Leaders have a responsibility to carefully choose the words they use in any encounter.  That may not seem fair, but it is the price, and sacrifice, of leadership.  The common cliche is that "it's not what you say but how you say it" is misleading.  How you say what you say makes a difference, but equally as much difference is made by the choice of words.  Some words carry a toxin all their own and when used cause pain.  Leaders know this, and the best leaders have learned how to communicate with precision by the careful choice of words.

Resilient Leadership in the face of Vicissitude is the title of my presentation on September 22, 2010 for the HU Leadership Luncheon.    Vicissitude, of course, simply means change, although I think the word lends a sort of pernicious flavor to an already scary term.

The definition of resiliency I like best is "the ability to recover quickly" another is "buoyancy."  Whenever I think about this I remember comments made by my college instructors about pastors who never read anything to develop themselves professionally beyond sermon preparation.  Unfortunately, once in the ministry I ran into some who fit that description.

I share this with my students and anyone else who will listen.  Always be reading three books beyond those required for work:  A devotional book to help keep you spiritually grounded, a novel to help your brain disengage from stress, and a professional book which may not have immediate application but which someone at the top of your field would probably have read (if you can think of nothing in this category then read leadership books).

If you will follow this practice you will find your brain filling with ideas and your passion renewed.

"

The Longview by Roger Parrott was a surprise for me.   I heard Dr. Parrott speak at a conference and I liked how he contrasted sailing with powerboats as a metaphor for leadership.  So I bought the book.  What I found was a solid, well written book on leadership which touched on several areas I have rarely come across, and yet I personally believe to be crucial.  Dr. Parrott is the President of Bellhaven College, in Jackson Mississippi, yet what he shares about leadership is as much about the local church as it is about leading a college.  Pastor's will get great value out of this book and definitely need to read the chapters:  "Vulnerability May Get You in, but Humility Keeps You there"  and "Shepherding a Vision Without Scaring Away the Flock."  The 250 pages of material is divided into 13 chapters.  The book is easy to read and organized in a way that is interesting and applicable.  While not a comprehensive book on leadership, it covers the basics while discussing some interesting and often overlooked aspects of leadership.   Some significant quotes are included below.  If you are looking for a good book to use in developing your staff or lay leaders, this one would make a good study.  If you are looking for a good book on leadership to develop yourself - I highly recommend it.

"While a show of vulnerability brings with it immediate gratification for a leader seeking support, it also attracts critics in the same way blood in the water attacks sharks ready to attack. One of my looming concerns for leadership in today's environment is the difficulty of remaining at one ministry for a significant length of time. One of the reasons for this is leaders' increasing tendency to resort to these short-sighted quests for camaraderie among those they seek to lead. Leaders who wish to go the distance must learn to reject the empty promise or ‘transparency’ before their critics make it out to be a disqualifying fault." p. 67

"To develop a culture of renewal, you must become comfortable living with the ambiguous balance of growth and pruning in your working relationships." p. 96

Leaders who neglect effective evaluation and measured accountability may avoid short-term hassles and awkward conversations, but they are undermining the long-term future of their organization, their employees, and their own leadership" p. 101

"Good leaders must envision, probe, and then explore new opportunities. But it is equally important they always return to inspire, lead, and equip others who can follow them and fully utilize the leader's advances." p. 171

"We can deploy plans, strategies, and best practices, but at the end of the day we require a determined godly focus to make it far into the future with those we lead." p. 237

I had the opportunity this morning to preach at an evangelical church in Van Wert, Ohio.  It was a great experience and the people were very warm and stayed focused throughout the sermon.  My sermon was "Salt May be Bad for Your Health" drawn from Matthew 5:13.  The focus was on evangelism, specifically Jesus' charge to the church to BE salt.  This is not the first time I have preached this message.  In fact, if my records are correct, this is the third time I have preached the message, although as is typical, I "tweaked" it quite a bit from the last time it was preached.  

As I was praying in preparation to preach the focus on evangelism would not leave me and I am convinced that not only was this message the right one for the day, but that this theme is the right one for this season.  I preach again on August 22 in Huntington at the Nazarene church - I'm anxious to see where God is leading in the days ahead as I prepare for that service.

I say all that to say this:  Leadership, especially spiritual leadership, also means listening and being open to the leadings of the Holy Spirit.  While this comes easier for some than for others (not so much for me), anyone can learn. 

I upload some notes I took with the logipen with no problems, simply connect to the computer with the included USB cable and select "Upload Notes" from the Logi Manage program.  I have to say how pleased I am with the easy transition from the device to the LogiManage program.  Even without checking the directions too much, it is pretty easy to navigate.  However, when trying to open in MS Word, the LogiManage states that no handwriting was detected and further research on the website shows that getting this to work in Windows 7 is complicated.  On the plus side, the company provides on the same installation disk as the LogiManage, a handwriting recognition package named: MyScript.  This did a pretty reasonable job in translating my handwriting (which is not too good) into text with some typical problems with 'o' and '0' and 'i' and 'j'.  I like that the capture actually clearly captures all my notes, drawings, etc. as I am a visual thinker and have left literally hundreds of profound thoughts and drawings on napkins across the country.  No more, this device and pen should be able to capture pretty much anything I create and faithfully bring it back to my computer.  So far I haven't found any easier way to move stuff to MS OneNote, which I think would be a real plus for this company.  What I have had to do is not too complicated (simple cut and paste) but it is an additional step which could be avoided.

So far, I am well pleased with how this test is going.

I just opened the box of LogiPen's LogiNotes Digital Pen Input Device.  I will be testing the device to see how it integrates into an office environment, primarily focusing on integration with Microsoft's One Note.  I'm also concerned about how the device would work in a college setting for students.  Inside the box:

• Pen
• USB cord
• LogiPen capture unit (1 1/2 x 3 3/8 x 3/8 inches) with a clip on back to secure to pages (called Base Unit in the Directions)
• flat package including pen  and stylus refills, 2 batteries and an "extractor" for replacing the pen/stylus
• directions
• CD-ROM of Software for LogiManage

 The Base Unit has to charge for up to 12 hours before the first use - so that won't happen until tomorrow.

Installing the batteries (SR41) was simple and the directions were straightforward.

The directions said to push the pen insert in gently until it is lodged securely - it actually felt more like passing over a bump, but it did insert OK.  The ink quality is only average - but that is to be expected since the focus is not on the writing but the capture.

More tomorrow.

What vs. how

I have heard it said that managers focus first on
doing things rights, while leaders focus first on doing the right things. What I think happens most often is that neither is accomplished. In reality we would be well served to do the ONE thing well(remember the movie City Slickers?). That ONE thing is to do whatever I do as unto the Lord. Yes the "what" is important, but the "how" may be the most important.
Rick Upchurch
Sent from my Windows Mobile® phone.

One of the things which constantly amazes me is when I am confronted with how oblivious I can be in my own leadership practices.  My problem is that I make assumptions that everyone on my team is on the same page when that may not be the case.  Even though I have attempted to cast vision and set goals, I realize now that I need to be more purposeful in aligning my team.  I think where I may have mis-stepped is in not making sure to make to follow through on accountability to best practices, goals, etc.

This kind of thing is a good reminder to pay attention to the basics.  That is the major theme of another Jim Collin's book, "How the Mighty Fall."  Paying attention to the basics may seem too obvious to even mention but my experiences recently have proven to me that the basics ARE important.

Rick, stay focused!!!

I stopped into K-Mart this afternoon (Saturday)  to pick up one small item.  I find the item and make my way to the checkout only to find that there are a LOT of people waiting for 2 checkout lanes.  After a few minutes I hear an announcement about a manager being needed at one of these lanes.  Shortly, over the intercom again, the manager now says "cancel manager" and makes her way from the customer service register where she was talking to another employee to the checkout lane with issues.  LOTS of us are still standing and waiting.  Finally the customer service counter announces "no waiting" if we want to walk half-way across the store to check out - which I quickly did.

Have I become so used to prompt service that these little inconveniences are so annoying I want to scream?  Is this really poor management or simply impatience on my part?  Does the manager need training or do I need counseling?

Here are facts which should not be ignored.

• Who you are (character) is more important than what you do, ultimately
• so live with integrity every day all day
• What you do is the yardstick used to measure your success, immediately
• so do something - execution is the shortfall of many a genius
• What you say has the power to hurt or heal, to edify or destroy
• use a language of respect and remember the first point above
• What you value always comes through in the decisions you make, sooner rather than later.
• even when you don't think you know what you value, your decisions will tell the tale, so spend some time clarifying the important things in your life.
• Who you know and the networks you have are one of God's ways to place you where he wants you
• if you alienate people unnecessarily you may become unable to perform the role God has designed you for - so treat everyone as you would like to be treated - or even better than you would like to be treated, which ever is best.
• What you know can be improved upon, only a moron would assume he/she knows it all
• never, never, never stop learning, nor get sidetracked by busy - if you are not learning, you are becoming obsolete
• Patience and ambition are uncomfortable bedfellows
• God knows your potential, if you find yourself straining against the ropes, focus on the quality of what you do NOW and trust God for the future.   This is harder than it sounds.

Response to Tungle.com com survey.  Tungle is a great scheduling software which makes it easy for people to schedule meetings with you and easy for you to send open times for meetings to individuals or groups to find a common time to meet.  I highly recommend Tungle!

1. What made you decide to start Tungling? I read a review in a blog by ProfHacker and thought I would give Tungle a try - I have not been disappointed.
2. What’s one thing we do better than any other productivity app out there?I like the capability of sending a link (or even posting a link) so that if someone needs to schedule a meeting they can easily do so.  I sent a web-link to some key people in my organization so that if they need to schedule something with me it will be easy for them to see when I am available and easy to propose a time for a meeting.  I also like that I can highlight multiple times on a calendar for a meeting and send that to several people, who can highlight their availability and how tungle merges all of that to find the common times for me to select for the meeting.
3. What’s one thing we could do to create a better experience for you?Right now I can't think of anything.
4. Do you refer Tungle.me to others?  If yes, why?Yes, I do for the reasons stated above.
5. What would you Google to find an app like Tungle.me? scheduling application

Thoughts and quotes from Unleashing the Power of Rubber Bands: lessons in non-linear leadership, by Nancy Ortberg.  I'm not really sure about the "non-linear" aspect of the title, but the topics touched upon by the author were those you would expect in a book devoted to leadership.  I did like the theme which is implied in the title phrase, "rubber bands" of tension.  The kind of tension Ortberg references is the kind which balances the need for execution against the ever-present pull of homeostasis (my word, not hers).  I think if she had emphasized this even more throughout the book it would have taken the book from an OK book on leadership up a level.  As it is, I would have to say that most of the book is a re-work of the principles found in Good to Great, from a Christian perspective. 

Still, I found her writing to be easy to read and she was willing to be personally vulnerable in her journey on the path of leadership.  Some of the quotes I found particularly interesting were:

"Inherent in the leadership relationship is the expectation that over time, the direction you give will result in progress toward maturity, growth in skills and character, and even an increase in your own leadership competencies." p. 2

"To lead well, we must possess the strong belief that our best days are ahead of us, always ahead of us.  Hope and leadership are inexorably linked." p.8  I think this particular quote expresses a perspective which cannot be "drummed" up but arises from belief in one's self and a willingness to see the future instead of constantly reviewing the past.

"Vision is about stirring and provoking, reminding and imagining.  It's (sic) about showing people the wonder of an improved future and infusing them with hope.  Vision is about creating a reason to believe again.  Vision is primarily nurtured through the stories we tell and the heroes we create in our organizations." p. 18

"This intersection of vision and reality may be one of the greatest tests of leadership.  It is having sober eyes and an optimistic spirit, and refusing to choose between the two." p. 35  I think this whole section is a Christianized and simplified version of what Jim Collins in Good to Great calls Brutal Honesty.

How important is the ability to communicate to leadership?  I would have to say it depends.  If you are talking about leading your self, then not too much.  If you are talking about leading your family or a small group then more so, and if you are talking about leading a large group or organization then I would have to say it is crucial.

Starting with this premise, how does the scenario with Moses, Aaron and leading the Israelites out of Egypt work.  Were all the speeches in Exodus attributed to Moses actually made by Aaron?  Did Moses eventually get to the point where he was able to speak himself for God?

One thing is absolutely clear, someone was communicating.  The ability to communicate as a leader is more complicated than simply opening your mouth.  It takes a certain appreciation of multiple factors such as culture, gender, psychology, circumstances, history, nuance, face, etc.  It also takes an appreciation of the power of the spoken language and how a carefully crafted sentence can make all the difference.

Some leaders, especially those who exhibit leadership skills at an early age, seem to be able to intuitively integrate at least some of these factors when speaking.  They may not realize at first just what they are doing but as time goes by, and with some study, they become even more effective.  Someone who I think fits this example is John Maxwell.  He is rightly known as an excellent communicator.  Starting off with natural ability, he applied himself and became a stronger and stronger communicator. 

So, do you have to be a "natural" in order to be a good communicator.  The answer is no, but it will require effort.  Malcolm Gladwell in Outliers describes the process it takes to rise to the top in almost any area, communication included.  In a nutshell, it is simply this, practice, practice, practice.  According to Gladwell there is a direct correlation between the number of hours spent in doing and/or practice and the level of virtuosity achieved.  I think this could easily apply even to John Maxwell, who, even though a naturally gifted speaker, has literally spent thousands of hours in front of an audience of one kind or another.

For those who ever hope to lead larger groups, there needs to be a willingness to take every opportunity, and even make opportunities when possible, to speak in front of an audience.  Couple that with a sincere desire to learn the basics of communication and seek honest critique, and it won't be long before you find yourself improving and leading at a higher level.

A couple of years ago I took the "strengths finder" survey after reading the book by Marcus Buckingham.  It identified the top 5 strengths which, according to the survey, make me, me.  Buckingham's premise is that we should spend more time in the area of our strengths instead of struggling so hard to bring all of our "low" up.  Of course there are certain areas where we all have to be proficient (emotional intelligence comes immediately to mind) but overall I have found this survey and the results to be excellent indicators of how an individual will actually perform in the work environment.

It is useful for me to know my own strengths (strategic, analytical, input, learner, responsibility) so that I can better understand myself and focus on further developing these strengths.  This makes me more self-aware and more able to effectively interact in my world.  It makes me a better husband, father, worker, and leader.  I would even go so far that becoming more self-aware even makes me a better Christian.

It is also useful to know the strengths of those with whom I work.  It allows me to better position them in the "seats on the bus" for a better functioning team.  It helps me understand why some disagreements arise, and suggests ways to manage the differences.

All in all, I would have to say this is definitely a worthwhile experience and highly recommend it.

Selected thought from: IT: How Churches and Leaders can get it and Keep it, written by by Craig Groeschel

“What is it, and how can you and your ministry get—and keep—it? Combining in-your-face honesty and off-the-wall humor, this lively book helps believers understand the elements needed to obtain it.” From the book jacket.

As I read this book I was struck by how accurate this statement applied to the whole book. Craig’s style is personable and easy to read, yet full of a candid vulnerability with a focused message. IT is all about IT. That “something” that defies an explanation, yet is the hallmark of individuals and ministries which seem to be in the center of God’s will. Overall I found the content to be insightful and one of the books I’ll recommend to others – particularly pastors who are serious about revival.

My favorite chapters dealt with vision (chapters 4 and 5), innovation (chapters 7 and 8), and Outward focus (chapters 9 and 10). Honestly, the chapters on vision are as good as anything I’ve read on the subject and infused with a sense of passion and relevance which was compelling.

Here are some selected quotes:

“When a church has it, lives are changing, and everyone around knows it. The only thing constant is change, which it-soaked people seem to thrive on.” P. 29

“It is what God does through a rare combination of these qualities found in his people:

· Passion for his presence

· A deep craving to reach the lost

· Sincere integrity

· Spirit-filled faith

· Down-to-earth humility

· Brokenness? P. 31

“Ministries that have it always have a clear vision. The people know the vision, understand the vision, believe in the vision, and live the vision. The vision guides them, motivates them, and energizes them.” P. 39

“Anthony Robbins once said, ‘One reason so few of us achieve what we truly want is that we never direct our focus; we never concentrate our power. Most people dabble their way through life, never deciding to master anything in particular.’” P. 58

“Without regular reminders of why we do what we do, of how our part contributes to something wonderful, a team will lose it and simply be a bunch of people doing their own gig.” P. 77

“Warren Bennis said, ‘Innovation . . . by definition will not be accepted at first. It takes repeated attempts, endless demonstrations, monotonous rehearsals before innovation can be accepted and internalized by an organization. This requires courageous patience.’ “ p.99

“Across the board, almost every with-it church I’ve observed is virtually obsessed with reaching those who don’t know Christ. A passion to share Christ consumes them in a beautiful way.” P. 128

“ A church that has it recognizes that reaching people is not just the pastor’s job. It is everyone’s job. I can’t do it alone. You can’t do it alone. It takes all of us.” P. 134

I had the privilege of leading a workshop on Teams for the Whitley County Leadership Academy on December 17.  The focus of the workshop was to examine the workings of teams from two different perspectives.  The first perspective was that of a team member.  We began the session with an exercise which involved the whole group in attempting to achieve a goal that required significant teamwork but provided little guidance on how to accomplish the goal and placed serious restrictions on the groups ability to work together.  Sounds a lot like real life, doesn't it.  Anyway through the group experience the the principles of how to work as a team the discussion provided some insight on what the group members were facing in their "real" world and we were able to work through some solutions.  The second perspective was that of the leader of a team.  In this part of the discussion the principles were similar but the focus on the responsibilities of the leader were emphasized.  I really do believe everything rises and falls on leadership and if I am the leader of the group, I carry significant responsibility to enable the group to be come a high performance team.  In the same vein, if I am a team member, I must still take leadership of myself and my part in the team goal to facilitate the possibility of a high functioning team.  When you are on a team, it is not about you - it is about working with the others to accomplish the goal.

I am reading a new book with the title "It." It is about that "something" you can sense in churches that exude life and how to find "IT." Still too early in the book to be able to say if it lives up to its goals. I am intrigued, however, because I have definitely been in a church with "IT" (Antioch Church in Wheaton, Il.) and some where "IT" was a distant memory. What makes the difference? Music, leadership, preaching, fellowship, facilities, doctrine, agenda, etc?
Rick Upchurch
Sent from my Windows Mobile® phone.

I conducted a weekend leadership development experience for Odon Church of the Nazarene, Odon, Indiana, on November 13,14, 2009. The sessions focused on defining leadership, along with identifying leadership characteristics and basic components, team skills, and the importance of understanding yourself and others using the Kiersey sorter.

This picture is from an exercise in team building using a rope and blind folds.

I have to commend the pastor, Trevor Stanley and the church leadership for opening themselves up to this kind of experience. Whenever we learn more about leadership, it begins to change us and the way we look at our world.

When presenting about change at regional workshops I have emphasized the point that no change occurs without some urgency. That is, without a sense of urgency, there is little motivation to change and rarely any long-term change. Twice I have been asked about the danger of alarming the congregation; of spreading wildfire.

On the one hand this is a valid concern as "wild" fire can have a tendency to burn out of control and destroy - something to definitely avoid.

On the other hand, unless the congregation takes their head out of the sand and realizes that there is a fire which has the potential bring death to the church, through stagnation if nothing else, there is little hope of bringing change.

So, the answer is, take the risk, take off the blinders and reveal the danger and allow/create/nurture a sense of urgency which can be used to motivate change.

I think most people feel they are pretty good communicators. I think most people consider themselves average or better in the leadership area. Let's assume for the sake of argument that both of these assumptions are accurate, that is, most people are pretty good communicators and average or better leaders.

If this is true, what can we deduce from the obvious evidence of our society?

• That there are relatively few divorces
• That most businesses thrive and grow
• That most investments succeed
• That we have efficient governmental structures/policies/procedures
• That integrity (a key part of leadership) is the cornerstone of all relationships - personal and business

What, you say there seems to be a disconnect? That these items in the list above are not true? Could it be that the premise upon which they were built has problems?

Solution: Quit thinking how wonderful you are and start learning how to do the right things - remember all of life can be reduced to relationships.

I have become convinced that leaders should take up the game of golf no matter how frustrating!! There is so much to be learned by chasing that little white ball:

• Pride in a stroke well hit
• Humility in a stroke no so well hit
• Focus - keeping your eye on the ball
• Focus - keeping your head down
• Focus - holding your club just right
• Focus - Holding your body just right
• Focus - swinging the club just right

Are you getting the sense that golf is an exercise in focus? I hope so. Of course, for me, humility is right up there as well. Leader's need ongoing reminders of the basics and focus is a biggie.

I am currently teaching a class on Contemporary Leadership as part of the curriculum for the EXCEL Adult Degree Program at Huntington University. The foundation upon which the course was written was Jim Collins' book Good to Great. I have written about this book in earlier posts so I won't go back into it, except to say this is a must read for anyone serious about leadership education.

I am finding, however, that taken alone, the principles from this book may be a little ahead of those who are being exposed to leadership for the first time. I can see in the students' eyes the interest in the material as well as some confusion as to how to wrap their minds around the material. So, I have had to augment the course with some more basic concepts which provide greater context for understanding the book. For example in the discussion of level 5 leaders, I spent quite some time working with Maxwell's levels of leadership and the section on credibility from The Leadership Challenge.

I don't think this is a comment on the students, but perhaps a thought that, while we all say "Leadership is in short supply," we might not know exactly what leadership really looks like when we see. It is easy to get taken in by those who fit the caricature rather than the individual who simply and quietly influences movement toward a goal.

Some of the KEY words which are associated with leadership include:

• Passion
• Vision
• Character
• Integrity
• Focus
• Risk taker
• Strategic thinker/planner
• Wise
• Communicator
• Executor
  

Have you ever seen pictures of what the walls of you home look like minus the drywall? About every 16" there is a 2"x4" piece of wood going from the floor to the ceiling. These are called studs. They are placed at this 16" interval for two reasons. First it allows for easier fitting of standardized insulation and other building materials, but more importantly it provides strength to support the roof. Spaced too far apart and the weight of the roof, particularly with the addition of snow would be too great and it would fall in.

In the same way, leaders have to be men or women who are multifaceted. A leader is not one thing but many things, and while it may be that one or two are part of the genetic heritage, most of what makes a leader comes through experience and education. Keep working on it - you'll get there.

I've just finished going through the book "Selling the Invisible" twice. Have given copies to key people at my work with instructions to cover the last half and be prepared to discuss sometime this week or next. The book is only partly about selling. It is mostly about leading your organization to be aware of who it is and what it's purpose is.

I have to believe if you are struggling to figure out where you are heading as an organization, or maybe you just need to do some evaluation this would probably be a good book for a leadership retreat.

For me one of the most significant points had to do with the discussion on Position and Position statements. Some of the quotes related to this are:

"Stand for one distinctive thing that will give you a competitive advantage." (p.103)
and
"To broaden your appeal, narrow your position." (p. 105)

I think this is especially hard for churches who want to be all things to all people and wind up doing most things with mediocrity, or worse. The information on focusing on one distinctive thing and how that actually can broaden your appeal is definitely a message the church needs to listen to. For example, Beckwith says "In positioning, don't try to hide your small size. Make it work by stressing its advantages, such as responsiveness and individual attention." (p.120)

If you are a leader in ANY organization this is a book worth having on your shelf.

John Maxwell has been quoted as saying that Attitude (the right ones) can give you Altitude. This parallels what we read in Philippians 4:8, "Finally, brothers, whatever is true, whatever is noble, whatever is right, whatever is pure, whatever is lovely, whatever is admirable - if anything is excellent or praiseworthy--think about such things." Now I've said that so I can say this:

Teamwork, real teamwork, the kind which not only accomplishes a goal but also is personally fulfilling at the same time, the kind which values people and still functions at high levels, this kind of teamwork is a matter of personal choice, daily choice, on-purpose choice, life-orienting choice. It's all in your mind!!

YOU choose your attitude and YOU choose to operate from a mind-set which sees the team instead of self, which operates from the perspective of we instead of me, which really lives out God's design found in Philippians 2:3: "Do nothing out of selfish ambition, or vain conceit, but in humility consider others better than yourselves."

Ironically, this is the essence of a mature holiness lifestyle in everyday practice.

Try this sometime, ask someone if they have change for a $5 bill. If they reply they only have $3 or $4 dollars, say that’s OK you can keep the difference. You will be amazed at the response. Most people will either refuse your offer or go out of their way to figure out how to get the rest of the money back to you.

People as a general rule, have a keen sense of what is “fair.” While that definition can be bent in times of crisis, most people try to live by that standard, and expect to be treated the same way. To be fair is to be just and this is where our understanding of Justice comes from.

For a leader, justice has to be more than an automatic response to the day-to-day happenings of life. Real leadership demands a personal lifestyle of justice, and the practice of the principles of justice in every transaction. Any recent headline of a “fallen” leader can be traced back to a perversion of the standard of justice. When a leader bends that sense of “fair” to benefit themselves, scandal is sure to follow.